Eric Glyman: evaluation

Transcript context

…It's okay. We're not precious. We have lots more ideas. No, no, no, it's good. There is this question of, I think back to our roots. I don't know. How do you build a product that is 10 times better than other folks? And I think when you get really large, actually just a line drive is good and a 2x or a 3x is better kind of thing is actually good. But how do you find these sets of things that your product offering is so different from what you can find elsewhere? And I think that we can conceivably, and I know this, you can negotiate with the large logistics companies. A deal with a FedEx, that would be better than what most companies are paying. And I think that that's interesting. But you have all the sublevels of how do you get people to know about the offer to sign into the offer to deal with all these sub things. Or you could just go and spend that next marginal hour to go and say, let's just automate all of accounting for these customers. Let's go and start doing financial work for these customers. No financial institution is able to compete on that kind of vector. And so I would say it, in the fullness of time, we want to do both. I think that you want to save people the maximum amount of time, the maximum amount of money that you can. But I think part of what makes us so different in this kind of world that we operate in is we have this obsession of sources of drag, of the things that slow down purchases that lead you to overspend versus other companies. But just to push on that. I feel like the differentiation for companies often has to change as time goes on because they start in one competitive equilibrium and then as time goes on, they're in another competitive equilibrium because it's dynamic. And it feels to me that Ramp got its start with very fast product velocity and having this great product experience. And as you grow up, you can just build scale into the product and scale-derived product advantage. It's not just like we're big, but Costco, the advantage comes from the scale and they really pass it on to the customer. And it feels like there could be a second stage to this rocket where you get going with faster product velocity, but then there's actually a pretty different set of product differentiations as you scale up.…

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